Here, we outline the sections found within the Google Slide Share that you can generate from their results. (https://docs.google.com/presentation/d/1jXs5GxgPEjCZaOJ5Rif3P5uqnLVkBn-hQbxFI9hCLnM/copy?usp=sharing)
The sections are designed to help you and your leaders identify candidate areas for action and then narrow this down to your final focus areas and some commitments. Consider our comments talking points and considerations on how to tailor the content to your own context.
The important thing here is that you're letting people know that not only will you be reviewing results but you'll also be discussing potential implications and identifying areas for focus. You'll also see a brief outline of the sections relevant to the particular survey.
We believethe most important thing is re-iterating the need to find a focus for action. Some people will feel that this is too much to ask in one session. However, even if you cannot arrive at a final decision it can still be useful to emphasize that this is the end goal for collecting all this data. We'll discuss this more as we go through the relevant sections.
Following this slide it can also be useful to create slides describing the survey you used and the main outcome measure you used. For example, you can highlight that you measured School Climate, provide a brief definition and a summary of all the other factors you covered.
Presenting Notes:Set the scene. Begin with the why and how of Pulse surveys and what this means for your organization. Then get into the results.
Now that you've begun the presentation and set the scene, a great place to begin is by acknowledging how representative the scores that you will soon share are of your entire organization.
You can include the overall response rate along with the response rates for respective schools, groups, and/or classes to give you an idea of which populations of students, staff, or parents are represented in the results.
See What is a Good Response Rate or Participation? for more considerations on interpreting your participation rate. Keep an eye open for any groups that participation rates below 60%, those you will want to highlight.
It is important to give context when talking about your Pulse scores. You can talk about what culture and climate refers to as a concept as well as how you have measured it. The presentation should include your Pulse questions on the slide.
Comparisons to any benchmarks or previous surveys should be included. Keep in mind that the focus here will be on comparing climate and culture at the dimension level, not the question level.
If your organization contains multiple schools, we have seen some customers list the scores of their respective schools or departments here.
Dimensions are also worth highlighting. You can talk about the high level themes of your results this way. If the factors align to factors from our Benchmarks or even a past survey then you can look at percentage differences over time for any standout areas.
After briefly looking at any important factors, it is time to start narrowing the focus down to specific questions. You can do that by looking at your strengths and opportunities.
After the high level summary of the previous few slides, this section allows you to highlight some of the key insights found in your results.This also helps to emphasize a strategic analytical process to the data rather than a random searching through the data. You should include your highest and lowest scores and trending scores to previous surveys.
It is good to begin with your high scoring questions - something to celebrate and be proud of. You can present your top questions relative to the last Pulse (most improved scores), your top five overall scores and also your top five scores relative to any benchmark data you're using. These all provide interesting and complementary comparative lenses on your data. Questions that appear in all top five lists would stand out in particular.
Next you can turn to the lowest scoring questions which may suggest opportunities for improvement. Again, you can show your lowest five compared to previous data, your lowest five and your lowest five compared to benchmarks. For low scores benchmarks can be particularly important because you may have low scores on some questions purely because they are difficult questions to score high on for most organizations not just yours.
Finally, it is good to have a slide after these to prompt you and your audience to pause and reflect on which of the highs and lows stand out for you as most important. Were there any of particular pride, strategic importance or concern for example.
Throughout the presentation so far, you have presented information for the sake of education and informing your audience. Now that changes. When presenting to leadership teams, customers tend to use this presentation to single out focus areas that action will be taken against.
Tip: A slide on the null hypothesis, basically, "If we did nothing, what would happen?", can help to get buy-in from reluctant audience members on the need for action. As an example, you might look at your safety question answers and turn your percentage favorable scores for each school into actual numbers of people. I.e., 500 students at Cram Elementary don't feel safe at school.
Kelvin will automatically pull out the three questions recommended for action, using a combination of favorability score, impact strength and comparisons where available. Keep in mind, that our recommendations are based entirely on the data from your survey and don't include any context on your end. Therefore you may need to alter the suggested areas with your own selections.
You will be using this list of questions to encourage your audience to consider and decide what to act on next. It is important to consider the potential for practical improvement, quick wins and any ongoing initiatives that these areas could be linked to.
Resist the temptation to find more things to work on. Most organizations will find even the change process in dealing with one major thing a large undertaking. You can assure people that once they improve that they can then move onto one of the other areas anyway. The truth is that changing one major thing will often involve you in conversations and processes that themselves will be beneficial for your organization, and the greatest danger is diluting the impetus for action across too many initiatives.
The presentation also includes a slide hinting at different things you should consider while choosing a focus area.
Additionally, the process from here may also involve and allow for individual leaders or teams to find their own additional or unique action areas. So the important thing is to get the leadership team involved in a Primary and (at most) a secondary focus. If they feel they can't do this within the presentation meeting it can still be powerful to have them commit to a timeline for deciding and communicating this.
The final slide should again be a place to capture your thoughts on what are the biggest standout questions. Ask yourself and/or your audience if they notice any themes like questions on similar topics or drivers with relatively low scores that might provide a good opportunity for improvement. You should also consider which of the questions seem the most actionable or which would tie into existing strategic initiatives in place or being planned now anyway.